Artificial intelligence (AI), analytics and automation are transforming how organisations identify, assess and respond to risk. Yet while the focus is often on technology, our priority must be developing the people who can unlock its value.
As threats become more complex and risk management becomes more proactive, nearly a third (32%) of organisations say adapting to this changing landscape is their biggest challenge, according to our Security Radar 2025 report. From the rise of organised crime groups to increasingly sophisticated cyberattacks, the industry’s responsibilities are expanding faster than ever.
After more than thirty years in security, I believe the industry’s future will be shaped by the people and future leaders that we develop. The organisations that succeed are those that cultivate skilled professionals who can combine technology, judgement, and leadership.
Fulfilling careers not filling roles
Too often, security is seen as an entry-level role rather than a long-term profession. That perception limits retention, narrows leadership pipelines and can discourage talent from diverse backgrounds from entering or staying in the industry.
Yet security is not a static career. It is increasingly dynamic, skilled and central to managing risk. With the organisations adopting advanced security and AI analytics increasing from 22% to 59% in the past twelve months, the need for people with a blend of operational, technical and leadership skills has never been greater.
If we want to attract and retain the next generation of security professionals, the industry must provide clearer career pathways, better access to training and a stronger culture of continuous learning.
Removing barriers, unlocking potential
We need to tackle the barriers that prevent people from developing long-term careers if we are to build the workforce the security sector needs.
The National Security Skills Survey found that funding (66%) and accessibility to training (44%) remain significant obstacles to career development. Our Security Radar 2025 report tells a similar story, with many organisations (69%) identifying a lack of specialist skills and certification as a major hiring challenge.
Training can no longer be treated as a compliance requirement but should be recognised as a strategic investment in the future of the profession. With more than half of SIA licence holders aged between 22 and 40, the industry already has a strong pipeline of future talent.
Amongst our Mitie colleagues, the appetite to learn is clear. Over the past year, more than 8,500 colleagues have completed Mitie’s security learning programmes, such as CCTV operations and conflict management. Our Digital Academy is also helping colleagues develop the digital, data and AI skills modern security increasingly demands. This is helping colleagues progress into more specialised and leadership roles, while ensuring customers can benefit from the technologies and intelligence-led approaches that are becoming increasingly important to effective security operations.
Strengthening the security talent pipeline
While organisations recognise the importance of securing long-term investment in developing talent, it is not always straightforward. Investment in people needs to be viewed in the same way as investment in technology. Both are essential, but the latter cannot deliver its full value without the former. However, failing to invest comes at a cost; it can undermine resilience, limit career progression and make responding to emerging threats harder.
Apprenticeships are equally as important. At Mitie, over 450 security colleagues have enrolled in an apprentice scheme in the past two years, developing skills across areas from leadership and management to data and AI. For us, this is helping to build a stronger pipeline of future supervisors, managers and specialists who can meet evolving client needs and support the continued modernisation of the profession.
As the founder and former chair of the Security Skills Board, I have seen first-hand the importance and effectiveness of collaboration between employers, industry bodies, training providers and policymakers. Initiatives such as the National Security Skills Academy have an important role to play in widening access to training, mentoring and development.
As private security plays a greater role in protecting people, places and critical national infrastructure, the expectations of the profession will continue to grow. Meeting those expectations will depend on sustained investment in people alongside technology, and stronger collaboration across the sector to develop the skills needed for the future.
The opportunity ahead
Technology will continue to transform security, but it will always be a people profession. People build trust, make complex decisions and ensure new technologies are used responsibly and effectively.
We must invest, create opportunities and build careers that attract and retain talented people. By doing so, we can develop professional standards, build a more resilient workforce and ensure the industry is equipped to meet future challenges.
If we get that right, we will strengthen not only individual businesses, but the profession, where talented people can build rewarding careers, and the sector will be better prepared for the challenges and opportunities ahead.
Jason Towse
Managing Director
Business Services, Mitie
www.mitie.com/intelligence-services
